group dynamics
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- 2. A group isany collection of individuals who have mutually dependant relationships. According to Marvin Shaw, “A group is two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person”. A team is made up of two or more people who work together to achieve a common goal. According to Doughlas Smith “ Any work group whose individual efforts results in a performance that is grater than the sum of the individual inputs is called a work team”. MEANING AND DEFINITION OF A GROUP AND TEAM
- 3. A social psychologistand change management expert Kurt Lewin coined the term “GROUP DYNAMICS” in 1930. Dynamics means ‘force’ from organisational perception. It refers to the forces operating in the organisation or in groups. In other words “the social process by which people interact face to face in small groups is called group dynamics.”
- 4. STAGES OF GROUPFORMATION Group formation is a dynamic process.
- 5. FORMING uncertainty,confusion,notsureaboutpurpose,structure,taskandleadership. STROMING Characterisedbyconflict,confrontation NORMING settleforcooperationwithhighcohesion,groupidentityandcamaraderie PERFORMING Accomplishmentoftask ADJOURNING Disband
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- 7. FORMAL GROUPS: A groupthat is deliberately created to perform a specific task. COMMAND GROUP : formal group determined by structure. TASK GROUP : group organised for a specific task. COMMITTEES : group handles problems outside of regular assignments.
- 8. INFORMAL GROUPS: A group that is an alliance that is neither formally structured, nor organisationally determined. INTEREST GROUP : Group that develop informally around a common interest. FRIENDSHIP GROUP : Group that develops on common characteristics. REFERENCE GROUP : Group that influences a persons behaviour. It identifies the purpose of forming opinions or making decisions
- 10. GROUP DECISION MAKING Itis influenced by past experience, present conditions and future expectations. DECISION MAKING PROCESS Diagnose the problem Develop alternatives Evaluate and select the best alternatives Implementing and monitoring
- 11. ADVANTAGES OF GROUP DECISIONMAKING DISADVANTAGE OF GROUP DECISION MAKING • Results in more alternatives • Commits all members to the decision • Develop decision making skills • Results in empowerment of members. • The process takes longer • Compromised decisions result from indecisiveness • One person may dominate • Groupthink may occur
- 12. FACTORS AFFECTING GROUPAND TEAM PERFORMANCE 1. External conditions: • The organization’s strategy, its rules, regulations, its culture, physical work setting, employee selection process etc. 2. Group structure: • Groups have structures that shape the behaviour of its members and make it possible to predict and explain the individual behaviour within the group as well as the performance of the group as a whole.
- 13. Some of thestructural components are: i. Group Size: The smaller groups are faster at completing tasks than the larger ones. The group size should be determined nature of task, the maturity of the group members etc. ii. Group Composition: A group may be homogeneous or heterogeneous. Homogeneous groups are those which are composed of similar individuals, similar in terms of personality, age, gender, experience, knowledge etc. Heterogeneous groups on the other hand are the ones which comprise of dissimilar individuals.
- 14. (iii) Group Status: When an individual perceives a disparity between his status with that of other group members, it creates a disequilibrium that results in interpersonal conflicts. (iv) Group Norms: “Group Norms” are a set of beliefs, feelings, and attitudes commonly shared by group members. These are also referred to as rules or standards of behaviour that apply to group members”.
- 15. (iv) Synergy: The collectiveperformance must produce better results than the sum of individual performances. Managers need to recognize that such group synergism brings special advantages with regard to cost, market power, technology or operating skills. (v). Leadership: The leader must be knowledgeable, patient and respectful to the group. He must give proper guidance to the group and support group efforts in not only achieving the organizational goals but also group goals as well as the individual goals within the group.
- 16. (vi). Cohesiveness: Cohesiveness refersto the degree and strength of interpersonal attraction among members of the group. High degree of cohesion is highly motivating in achieving the group goals. Cohesiveness is identified by attitudes such as loyalty to the group. The extent of cohesiveness depends upon many factors, including the compatibility of individual goals with group goals. The more the members are attached to each other and the more the group goals align with their individual goals, the greater the group’s cohesiveness.
- 18. Intragroup conflict refersto a specific kind of conflict that occurs between members of a group that shares common goals, interests or other identifying characteristics. What is intra group conflict? Identification. •It is marked by verbal disagreements between group members that could result ultimately in the fracturing of the group into distinct and opposing parts. Groups experiencing intra-group conflict show delayed progress in achieving a goal.
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- 20. CONSEQUENCES •In intragroup conflict,members are at risk for damaging personal relationships and failing to achieve goals or objectives. •It can distract group members from producing valuable results as outlined by a superior, which can place group members' jobs at risk. •The consequences of intragroup conflict can promote job dissatisfaction and diminish personal relationships •Functional conflict is typically task conflict and requires careful group management and communication to prevent the development of relationship conflict.
- 21. PREVENTION/SOLUTION Prevention of intragroupconflict depends on the degree to which team members are equipped to identify, manage and navigate conflict situations. All group members should receive training in conflict management that promotes the use of active listening, clear communication and effective feedback loops that promote growth rather than punish errors. When intragroup conflict cannot be resolved within the group, a superior may choose to dissolve the group to avoid further losses to both productivity and team morale.
- 22. Group dynamics beginwith good relationships, both on an individual basis and the relationships of individuals with the team. All these elements have their unique impact on worker productivity whereby in many cases, they negatively affect employee output. Fortunately, remedial measures that counter the negative group dynamics mentioned above exist and observing them would improve employee productivity. CONCLUSION
- 25. 1. Discuss differenttypes of groups. 2.Discuss the various causes of organisational conflict. 3.Explain how groups are formed. 4.How are group decisions made? How can it be made more effective? 5. What is meant by the term cohesiveness? Are all high producing groups highly cohesive? Explain. 6.Explain the five-stage model of team development. 7. Enumerate the characteristics of a group. Why groups are formed in an organization? FREQUENTLY ASKED QUESTIONS
- 26. BIBILIOGRAPHY Organisational Behaviour –Fred Luthans by Pearson publication Organisational Behaviour – Stephen P.Robbins, Timothy A. Judge, Neharika Vohra by Pearson publication Organisational Behaviour – Rosi Joshi and Shashi k.Gupta by Kalyani publication Organisational Behaviour – L.M. Prasadh by Sultan and sons publications